Presentations

Operational Excellence and Enhanced Sustainability at OSI Industries

Michael Yeager, Vice President of Engineering

OSI Industries is a privately held, major contract food manufacturing company servicing both food service and leading brand customers for 103 years. The company enhanced its performance after introducing the OSI Advantage System about five years ago. Elements of the Advantage System include the development and recording of key process indicators (KPIs) at many of its 50-plus facilities around the globe while sharing the results company-wide. The process continues to evolve with a goal to engage all operations in the program. Cross-functional teams at each facility meet frequently to benchmark data on core processes to improve operational excellence. The company also introduced the OSI Sustainability Plan to focus on improving its environmental impact, which includes an environmental scorecard that focuses on continuous improvement at each plant. Key scorecard measures are also shared with OSI suppliers to educate and verify best practices for energy, water, and waste reduction, as well as animal welfare and land use.

Jeffrey Conrad, Supervisor, Quality Engineer

Cessna's supply management leadership realized that its suppliers' success required a change in strategy. Prior to developing the Supplier Value Improvement Process (SVIP), Cessna's supply management team initiated an aggressive cost reduction strategy backed by long-term agreements with growth suppliers, on-time delivery, quality, and reliability issues were resolved through demands. In contrast, SVIP is collaborative and is the evolution of a highly successful Value Analysis/Value Engineering process, which identified and captured additional cost reductions associated with purchased parts and raw materials. SVIP not only improved performance, but also supplier disclosure and speed of issue resolution by building positive, constructive relationships. SVIP has since been replicated and institutionalized, with a separate Supplier Integration department formed in 2006. Cessna understands that one of the keys to the company's success is its suppliers.

Sustainability 360

Kurt Herkert, Director of Operations, Region 22 Pennsylvania

Sustainability 360 takes a comprehensive view of our business by engaging more than 100,000 suppliers, 2 million associates and hundreds of millions of customers worldwide in our efforts. Sustainability 360 lives in every corner of our business -- from associate job descriptions to interactions with suppliers -- and guides our decisions based on improving the environment, supply chain and communities where we operate and source. Three broad goals are at the heart of Walmart's sustainability efforts: Be supplied 100% by renewable energy; create zero waste; and sell products that sustain people and the environment. Continually finding new ways to eliminate waste, increase efficiency and support our communities and suppliers is essential to our business model and the responsibilities we fully embrace. Being an efficient and profitable business and a good steward of the environment are goals that work together.

Smarter Ways to Green

Wendi Latko, Manager of Sustainable Products & Services

For more than a half century, Xerox has been a leader in document technology and services, and is now the world's leading enterprise for business process and document management. Lean Six Sigma and Environmental Sustainability are core elements of the Xerox culture and are fully integrated into the way we do business. The intersection of these two fundamentals is an approach we call "Smarter Ways to Green". Smarter Ways to Green includes four key elements: a quantitative approach, leveraging the value chain, utilizing partnerships, and communication. This presentation will discuss this approach in more detail by sharing examples of its successful execution.

Presentations are given in a seminar-style format, interspersed with small group breakouts and a panel session that permit participants to better explore any issue or topic stimulated by the presentations, and maximize opportunities for participants to share ideas. This unique setting allows for intensive discussion and idea exchange among industry managers, and a sounding board for anyone implementing lean and green strategies.

The forum begins on Thursday evening with a networking reception and brief orientation at Toftrees Golf Resort & Conference Center. Friday is a full day of presentations and breakout sessions. If you have any questions, please give us a call. We look forward to hearing from you and hope that you will be able to join us.

Attire

Thursday reception and dinner require formal business attire.Friday is business casual attire (company shirts are encouraged!).

Registration Information

The registration fee is $495* and includes a reception, dinner, breakfast, lunch and beverages. Cancellations with a full refund will be accepted up to and including March 8, 2012. Cancellations less a $100 administrative fee will be accepted on and after March 8, 2012.

The Advanced Manufacturing Forum (AMF) is a not-for-profit event supported by a combination of registration fees, contributions from Penn State academic units and the Center for the Management of Technological and Organizational Change (CMTOC).

*Group Rate: $50 discount per person for two or more attendees from the same company!